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2017-18 Budget Development
Operations Work Group
January 23, 2017
2
High Level Budget Development Calendar
2
Octo ber N o vember D ecember January F ebruary M arch A pril M ay June
B o ard
Board act ion on f inal
adjustments to the 2016-17
budget. 2017-18 budget
preview; discuss budget
goals, guiding principles;
seeking early input into
strategic priority act ions;
present budget calendar and
rat ionale for start ing budget
work earlier.
Referendum on revenue limits
on November 8. At OWG,
conf irm goals & guiding
principles. Lead wit h
st rat eg ic p r io r it y
act ions.
Update major planning
assumptions for 2017-18.
Begin public input after
November referendum.
Based on November input,
present Budget v2.0 for
board considerat ion. OWG
presentat ion will lead wit h
employee benef it s and
t o t al compensat ion.
Board will provide direct ion
for creat ing budget v3,
focusing mainly on
benef its/compensat ion plans.
Report on public input.
Based on December input, we
will f inalize Strategic Prioriy
Act ions.
Preliminary d iscussion
o f st af f ing p lan .
Based on January input, we
will present budget v4 for
board discussion. Lead
wit h overview o f all
majo r budget
component s, t hen f ocus
on st af f ing p lan. Goal
is t o beg in t he st af f ing
p rocess on Feb .16
Possible update on state
budget plans. Report on
public input received thus far.
M arch Update at OWG;
Lead wit h admin
recommendat ions f o r
f inal budget balancing ;
Provide input into form &
content of April budget
report . Update on state
budget plans. Report on
public input received thus far.
Begin B oard R eview o f
Proposed B udget ;
Confirm Process for BOE
budget requests for
information and possible
amendments; Update on
staff ing process; Review and
Approve Schedule of
Opportunit ies for Public
Input; Update on state budget
plans.
Second Review of Proposed
Budget;
4-week Window for
Amendments; Request Add'l
Information as Needed; Early
approval requests for budget
act ion at M ay regular meeting.
Report on Public Input;
Update on state budget
plans.
Third Review of Proposed
Budget; Report on Public
Input Request Add'l
Information as Needed;
Possib le B udget
A dopt ion at June
R egular M eet ing .
SLT
Preview budget calendar;
review master list of budget
issues and opportunit ies;
recommend budget goals,
guiding principles and begin
to narrow focus on strategic
priority act ions.
Further develop Priority
Act ions for Board review at
OWG. Preview how priority
act ions f it into total budget
plan for 2017-18. Lead
departmental reviews for 17-
18 departmental budget
recommendations.
Focus on staff ing plan; based
on enrollment project ion, how
many FTE
are required? Based on all
other budget assumptions,
how many FTE can be
funded? Confirm the
guidance and standards which
drive the staff ing workbook.
R un v3 by end o f
mont h.
SLT overview of all major
budget components, then
focus on staff ing plan.
Preview the new e-workbook
design. Goal is to begin the
staff ing process on Feb.16
Final review of School
Staff ing Workbook Strategy
prior to 2/16 distribut ion to
schools / Review Allocat ion
of School Formula Budgets /
Begin Build Decisions on
Departments
& Programs for Budget
Balancing
Purposes.
Chiefs Review Results of
Staff ing Plan for Each School
/ Adjust if Needed / Review
Allocat ion of School Non-
Personnel Formula Budgets /
Confirm Decisions on
Departments & Programs for
Budget Balancing Purposes.
Confirm Final Budget
Decisions / Review Draft of
Budget Report / Assist in
Communicat ions with Schools
& Departments
M onitor Board Budget
Discussions Assist in
Communicat ions with Schools
& Departments / Help Prepare
Responses to BOE Requests
as Needed
M onitor Budget Discussions
/ Assist in Communicat ions
with Schools & Departments /
Help Prepare Responses to
BOE Requests as Needed
B udget T eam
Complete fall adjustments to
current year budget. Draft
budget calendar for 2017-18.
Create f irst phase of
Promissory Note plan. Create
v1 d raf t budget for
internal use by
10/31/16.
Review budget v1; Develop
recommendation on total
amount of strategic priority
act ions; focus on benef its
and compensat ion plans.
R un v2 by end o f
mont h.
Focus on staff ing plan; based
on enrollment project ion, how
many FTE
are required? Based on all
other budget assumptions,
how many FTE can be
funded? Review mechanics of
staff ing process and updated
staff ing workbook. R un v3
by end o f mont h.
Review all District-wide
Departments for 2017-18
Budget / Integrate staff ing
process with T&L Dept. and
HR / Review 2nd Friday
Count. R un v4 by end o f
mont h.
M onitor to Ensure Staff ing
Plan is Created on Time and
on Target/ Allocate School
Formula Budgets / Allocate
Departmental Budgets /
Update Budget as Needed to
Create balanced budget /
R un v5 by end o f
mont h.
Final Budget Balancing /
Prepare District Budget
Report and Related M aterials
/ Prepare Board Presentat ion
/ Coordinate web-based
materials for budget
Complete full draft of budget
report for Board / Submit for
Edit ing / Create Presentat ion
for OWG and Regular
M eeting / Coordinate Print ing
and Website with Comm
Dept.
Respond to Board / Public
Requests for Add'l
Information / Public Input
Sessions on Budget / Follow
Up Presentat ions as Needed
Respond to Board / Public
Requests for Add'l
Information / Public Input
Sessions on Budget / Follow
Up Presentat ions as Needed
H uman R eso urces
T eam
Work with business off ice to
conf irm accuracy of total staff
and each staff assignment for
current year. Focus on
benef its and compensat ion
planning for 2017-
18. Communicate with
employee representat ives
about opt ions.
Develop opt ions and
recommendations for 2017-18
benef it and total
compensat ion opt ions to be
presented to the board next
month. Communicate with
employee representat ives
about opt ions
Co-present to board on
benef its and total
compensat ion opt ions, with
recommendations.
Co-chair detailed staff ing
plan development with T&L
and Budget Team; conf irm
budget plans for Salary,
Wages, & Benef its / Def ine
Wellness Plan and Budget for
2017-18
Review School Staff ing
Workbooks before Release /
Support Schools with
Workbook Needs / Early
Post ings for Key Vacancies /
Advise on Admin and Teacher
Ret irements
Work with Budget Team to
Finalize Benef its Strategy /
Support Schools During
Workbook Process / Start HR
Processes for Placement for
17-18 / Early Post ings for key
Vacancies
Final Staff ing Plan Included in
April Budget Proposal to
Board / Focus on Hiring
Process / Finish Surplus and
Placement Process
Post ings, Interviews & Hiring Post ings, Interviews & Hiring
C o mmunicat io ns
T eam / R A D
Focus on communicat ions
plan for November
referendum.
Focus on communicat ions
plan for November
referendum. Develop plan for
public input into the budget
development process.
Prepare summary of public
input each month. Review and
edit all budget related
information on the M M SD
website.
Post Budget Updates to
website as Needed / Assist
with Budget Communicat ions
/ Track Incoming Quest ions &
Replies / Summarize web-
based input for Board Report
Post Budget Updates to
website as Needed / Assist
with Budget Communicat ions
/ Track Incoming Quest ions &
Replies / Summarize web-
based input for Board Report
Post Budget Updates as
Needed / Assist with Budget
Communicat ions / Track
Incoming Quest ions & Replies
/ Summarize web-based input
for Board report
Assist in Preparat ion of Final
Budget Report (Graphics,
Layout) and Presentat ion /
Schedule Public Input
Sessions / Summarize web-
based input
M onitor Budget Discussions
Respond to Requests for Info
Schedule & Facilitate Public
Input Sessions
M onitor Budget Discussions
Respond to Requests for Info
Schedule & Facilitate Public
Input Sessions
2017-18 High Level Budget Development Calendar by Month and Role/Responsibility - Last Update 01/18/2017
Budget Goals Close alignment to the strategic framework goals: Consistent with our vision to make every school a thriving school that prepares every student to graduate ready for college, career and community, these budget resources support the district’s goals and priorities as defined in our Strategic Framework Demonstrate equitable use of resources to support schools with highest needs: More in-depth reporting on how and where resources are allocated will improve awareness and help inform the process to more equitably distribute resources towards schools with the greatest need Improve transparency in budget development by focusing on the staffing process and more detailed cost per pupil reporting: Presenting the budget document in a more accessible and reader-friendly format will improve accountability and better demonstrate how resources are used to support instruction Begin budget development earlier to allow more time for strategic, pre-decisional input by Board and community
3
Guiding Principles
• Allocate resources for greatest impact on students, raising achievement and narrowing gaps
• Leverage priority actions to accelerate gap narrowing progress
• Maintain a multi-year perspective to propel momentum and effective support to schools
• Support opportunities to innovate for organizational learning
4
Budget Development Cycle The budget development process follows a sequence which: • Begins by establishing budget goals and
guiding principles • Creates a revenue forecast based on current
law an projected enrollment • Funds strategic priority actions • Develops a positive compensation strategy,
including salaries/wages and benefits • Provides for expected increases, such as
utilities and transportation costs • Identifies budget balancing reductions at the
central office level to reduce impact on schools • Creates a district wide staffing plan
Revenue Forecast
Goals & Guiding Principles
Strategic Priority Actions
Employee Benefits Plan
Salary & Wage Plan
Required Allowances
Staffing Plan
2017-18 Revenue Factors Current Context
• $10MM Additional Revenue Authority from the November 2016 Referendum
• TID # 25 Promissory Note provides approximately $2 MM per Year ($9.27MM total)
• 2017-19 state budget impact on K-12 is unknown:
• Estimated Categorical Aid Increase of $75/pupil
• Enrollment estimate (early) is +75 FTE….
• Enrollment 3-Year Rolling Average is flat
• Will there be an Increase in Revenue Limit per Pupil?
Financial Targets for Priority Actions
• Foundational/Incremental Actions: $3.5M – Building Based Staffing: 7.530 FTE – District Based Staffing: 7.330 FTE
• Accelerated Actions: $0.5MM – Building Based Staffing: 0.400 FTE
• Total $4.0MM
2017-18 Foundational Priority Actions
2017-18 Foundational Priority Actions
2017-18 Foundational Priority Actions
2017-18 Foundational Priority Actions
Financial Targets for Priority Actions
• Foundational/Incremental Actions: $3.5MM
– Building Based Staffing: 7.530 FTE – District Based Staffing: 7.330 FTE
• Accelerated Actions: $0.5MM – Building Based Staffing: 0.400 FTE
• Total $4.0MM
Strategic Priority Actions Accelerated Areas of Focus
• All 9th graders will be on-track to graduate college, career and community ready
• All 3rd graders will be proficient readers
Students
Parents
Teachers Community
Strategically aligns professional learning, human resources and family/community for maximum engagement and impact
Accelerated Priority Action Focus on 9th Grade Students
All 9th Graders - Universal
Teachers - Time for 9OT Teams to collaborate monthly with content area teachers
Teachers - Deepen use of Culturally and Linguistically Responsive Teaching Practices
Teachers - Increase Summer School pay for 9th grade core courses (highest failed courses)
All Pathways 9th Graders and All East High School 9th Graders
Teachers - Time for teachers to implement targeted Unit Recovery for all 9th grade core courses in the
first Pathway
Teachers - Extended Employment for 9th grade teachers for planning and PD
Parents/Teachers - Student Led Conferencing – 25 minutes
East High School Freshman Academy - Targeted
Teachers - Increase 9OT Coach allocation to increase data use and problem solving
Teachers - All 9th grade teachers – 90 min. of CPT a week (up from 45 min)
Community - Coordinate and align mentoring and tutoring for 9th graders
Total Cost – Approximately $250K
Accelerated Priority Action Proficient by 3rd Grade
All Elementary Schools
Teachers – PD - Building-Based Literacy Learning Labs
Teachers - Reading Intervention Software (Lexia) – targeted student use K-2 in non-intensive schools
Parents/Community - Parent University to support engagement around foundational early literacy skills
Intensive Support Elementary Schools - Targeted
Teachers - PD with National Equity Project on CLRP
Parents/Teachers - Academic Success Nights or MPTT approach related to foundational early literacy
Total Cost – Approximately $250K
Innovative Priority Actions
Financial Targets for Priority Actions
• Foundational/Incremental Actions: $3.5MM
– Building Based Staffing: 7.530 FTE – District Based Staffing: 7.330 FTE
• Accelerated Actions: $0.5MM – Building Based Staffing: 0.400 FTE
• Total $4.0MM
Discussion
What feedback do you have related to the Priority Actions?
Staffing Strategy
• Referendum impact helps to prevent reductions, does not necessarily fund additional FTE
• Operating premise in early budget work is to hold school staffing plan at or very near current levels
• Redesign of staffing workbook (web based) and allocation process will create a better and more efficient method for allocating staff (cross-functional work team includes: T&L Team, Chiefs, HR, Budget Team)
Title I • Grant Award Estimate
(same as 15/16 award) $6.65 M
• TI School Budgets $4.85 M
• Title I Funding Strategy remains the same as 15-16
• Allocated to TI eligible elementary and middle schools in rank order of poverty, based on tiered approach per pupil
•Direct Certification criteria
• Reservations $1.80 M
• Administrative Costs $212,484
• Private School Services $122,647
• Family Engagement $95,000
•Homeless $321,625
•Migrant $48,245
• Centralized Service
(C&I, OMGE, Avg Salary Differential) $555,169
• Indirect $300,000
Student Services
Special Education
Staffing levels remain consistent with 15-16, any building based changes based on enrollment
–Allocation accounts for students in referral process (at placement rate)
–Rounding allocation up to allow for increase of students
–Individual adjustments based on students and local context
–Differentiated weighted student factors trigger supplemental SEA hours
–Unallocated in reserve (CC, SEA)
Teacher
FTEStudents
SEA
Hours
PST
Allocation
Elementary Schools 1.000 10.5 30 0.500
Middle Schools 1.000 12.5 28 0.500
High Schools 1.000 15.0 26 1.000
Student Services
Behavior Education Plan
•Behavior Education Plan staffing levels remain at the same level as 15-16
•Base PBS is 0.2 for elementary, 0.5 for middle school, and 1.0 for high school
•All allocation is given as certified staff (PBS coach) but can be converted to BEA provided base is maintained
Supplemental Staffing to Support English Language Learners
ESL/BRT Allocation
•ESL/BRT allocation in non-bilingual environments: 1:45
•EST/BRT allocation in bilingual environments: 1:70
BRS Allocation
•Based on a weighted formula
English Language Proficiency Level Severity Points
1 4.0
2 3.5
3 3.0
4 2.0
5 1.0
* Parent Indicating need for correspondence in target
language of Spanish/Hmong = 0.5
Staffing Strategy
• Operating premise in early budget work is to hold school staffing plan at or very near current levels
• Referendum impact helps to prevent reductions, does not necessarily fund additional FTE
• Redesign of staffing workbook (web based) and allocation process will create a better and more efficient method for allocating staff (cross-functional work team includes: T&L Team, Chiefs, HR, Budget Team)
Workbook & Allocation Timeline
Date Event
January 18 Principal Meeting - Brief Introductory Overview
February 8 Principal Meetings by Level
February 15 Workbooks released
February 16, 17, 20, 21, 23, 24 Phase 1 - Working Labs
February 27, 28, March 1, 2, 3 Phase 2 - Presentation & Workbook approval process with Principals, Chiefs of Schools and T and L Team
March 3 Workbooks Due
Workbook & Allocation Process Improvements
Key strategies for support • Each principal will be assigned an HR analyst for the
process • Central office departments available for consultation
and support through designated days • Cross department team to provide consultancy
New this Year • Budget lab process takes place in two phases
Budget Lab: Phase 1
Purpose: To support principals in the completion of their workbook Process: Principals will partner with their HR analyst to rotate through stations and consult with central office departments to seek clarification or answer questions related to their workbook. Focus on maximizing allocation, approving conversions, ensuring proper licensing requirements, and staffing compliance Goal: Support Principals to strategically allocate and maximize resources
Budget Lab: Phase 2 Purpose: To allow the principal an opportunity to present their workbook decisions and how these reflect equity and support for all students, particularly student subgroups Process: Principal and central office cross functional team engage in a collaborative protocol that allows principals to present their workbook Goal: To approve all school workbooks through a presentation where the principal highlights key strategies around staffing, budget and school systems that reflect equity and shared ownership for all students
Discussion
What feedback do you have about the Workbook and Allocation Process?
Next Steps
• Finalize e-workbook
• Work with Special Education, OMGE, Student Services, Title I to finalize allocations based on student counts
• Operational Work Group – Feb., 13, 2017
– Staffing Strategy
– Compensation Strategy
– Health Insurance Strategy